Managing Technical People

1. Managing Technical People Mega Mistakes Managers Make

2. Why use clickers? • Your response is anonymous: • Your opinion counts • You don’t get criticized for your choice • No revenge for your choice • Choices are not unduly influenced by: • The loudest people • The boss • Fear of being honest • Provides immediate feedback to everyone. • Provides critical feedback to the presenter to shape the rest of the program to fit you.

3. 2/B 3/C 4/D 5/E 6/F 7/G 8/H 9/I GO 0/J ? 1/A 15 2. Light shows green for 2 seconds 1. Press button 3. Your box changes color in 2 seconds

4. On most projects, I am • Project Management • Technical Skills Support • Administrative Skills Support

5. I consider myself primarily to be . . . • Technical • Non Technical

6. Give Them Full Autonomy Micromanage Them 1 2 3 4 5 6 7 8 9 The best management style for technical people is . . . • 1 • 2 • 3 • 4 • 5 • 6 • 7 • 8 • 9

7. Strongly Disagree Strongly Agree Neutral 1 2 3 4 5 6 7 8 9 I think project teams should help form their own rules and procedures. • 1 • 2 • 3 • 4 • 5 • 6 • 7 • 8 • 9

8. What time should a project meeting start? • 5 minutes early • Exactly on time • 5 minutes late • When the last key participant arrives

9. Strongly Disagree Strongly Agree Neutral 1 2 3 4 5 6 7 8 9 60 of 100 I agree to the majority decision about when to start meetings. • 1 • 2 • 3 • 4 • 5 • 6 • 7 • 8 • 9

10. What should we do when I am late to a meeting? Wait to start until I arrive. Re-start the meeting when I arrive. Bring me up to speed. Share missing information with me after the meeting. Simply continue the meeting. 57 of 100 11

11. What should we do when any participant is late to a meeting? Wait to start until everyone is there. Re-start the meeting when latecomers arrive. Bring latecomers up to speed. Share missing information with latecomers after the meeting. Simply continue the meeting. 55 of 100 12

12. Key Participants: people whose information, input or presence is critical

13. 57 of 100 What should we do when a key participant is late to a meeting? • Wait until all key participants are there. • Re-start the meeting when key participants arrive. • Bring key participants up to speed. • Share missing information with key participants after the meeting. • Simply continue the meeting.

14. 53 of 100 I am a key participant on my projects? • Key Participant • Not Key Participant

15. Strongly Disagree Strongly Agree Neutral 1 2 3 4 5 6 7 8 9 53 of 100 I agree to the majority decision about how to handle a meeting when a key participant is late. • 1 • 2 • 3 • 4 • 5 • 6 • 7 • 8 • 9

18. Mega Mistake 1 Not partnering to form a team environment and culture before a project starts Suggested Solutions: • Partner to "form" the norms • Allow time to cover the critical • Do what you say you will do • Honor the team guidelines

19. Strongly Disagree Strongly Agree Neutral 1 2 3 4 5 6 7 8 9 59 of 100 I know my manager’s specific project expectations of me up front. • 1 • 2 • 3 • 4 • 5 • 6 • 7 • 8 • 9

20. Strongly Disagree Strongly Agree Neutral 1 2 3 4 5 6 7 8 9 55 of 100 I generally know what support is in place for me to accomplish my tasks. • 1 • 2 • 3 • 4 • 5 • 6 • 7 • 8 • 9

21. Strongly Disagree Strongly Agree Neutral 1 2 3 4 5 6 7 8 9 55 of 100 I generally know up front the personal success or failure criteria on my tasks. • 1 • 2 • 3 • 4 • 5 • 6 • 7 • 8 • 9

22. Mega Mistake 2 Not explaining the expectations and success/fail criteria up front Suggested Solutions: • The number one complaint "I didn't know / no one told me.“ • Give details, criteria, support, consequences and/or rewards • Then leave them alone to get the work done.

23. Never Sometimes Always 1 2 3 4 5 6 7 8 9 58 of 100 When I take online surveys I am confident that my opinions cannot be traced back to me. • 1 • 2 • 3 • 4 • 5 • 6 • 7 • 8 • 9

24. 54 of 100 On a specific activity that appears to be failing, I would rather . . . • Fail • Quit

25. 53 of 100 When a team member is confronted about a mistake, I think they will . . . . • Be grateful and improve • Get better at hiding mistakes • Get better at blaming others • Quit and leave • Quit and stay

26. Never Sometimes Always 1 2 3 4 5 6 7 8 9 50 of 100 Generally, when someone brings you a problem, they have already been looking for a possible solution. • 1 • 2 • 3 • 4 • 5 • 6 • 7 • 8 • 9

27. 51 of 100 When problems are detected, I want to be notified • Immediately (with or without a solution). • Quickly, but with possible solutions. • Only after solution(s) have been indentified. • It depends . . .

28. Never Sometimes Always 1 2 3 4 5 6 7 8 9 51 of 100 How often do you say, “don’t bring me a problem without a solution?” • 1 • 2 • 3 • 4 • 5 • 6 • 7 • 8 • 9

29. Strongly Disagree Strongly Agree Neutral 1 2 3 4 5 6 7 8 9 49 of 100 My project provides a safe environment where the PM can be notified of problems. • 1 • 2 • 3 • 4 • 5 • 6 • 7 • 8 • 9

30. Mega Mistake 3 Not providing a safe environment for people to admit mistakes or bring up problems. Suggested Solutions: • The first time is critical. You rarely get a second chance. • “Thank you for your honesty." • Work on correcting the mistake and making sure it doesn't happen again – not attacking or blaming

31. Strongly Disagree Strongly Agree Neutral 1 2 3 4 5 6 7 8 9 45 of 100 When my manager gives an opinion, I tend to be quiet. • 1 • 2 • 3 • 4 • 5 • 6 • 7 • 8 • 9

32. Strongly Disagree Strongly Agree Neutral 1 2 3 4 5 6 7 8 9 46 of 100 When my manager gives an opinion, I tend agree to keep a good relationship. • 1 • 2 • 3 • 4 • 5 • 6 • 7 • 8 • 9

33. Strongly Disagree Strongly Agree Neutral 1 2 3 4 5 6 7 8 9 53 of 100 When my manager gives an opinion, I feel safe to disagree. • 1 • 2 • 3 • 4 • 5 • 6 • 7 • 8 • 9

34. Strongly Disagree Strongly Agree Neutral 1 2 3 4 5 6 7 8 9 44 of 100 When my manager gives an opinion, and I disagree, I let someone else speak up. • 1 • 2 • 3 • 4 • 5 • 6 • 7 • 8 • 9

35. Mega Mistake 4 Leaders give their opinions first Suggested Solutions: • Go last IF you want or need input or buy-in. • Don’t ask for input you don’t want! • Use input every chance you get or tell why.

36. Strongly Disagree Strongly Agree Neutral 1 2 3 4 5 6 7 8 9 50 of 100 I often think that what motivates me will motivate others. • 1 • 2 • 3 • 4 • 5 • 6 • 7 • 8 • 9

37. 44 of 100 I am most motivated by:(select all that apply) • Money • Formal recognition • Improving technical skills • Career advancement • Flexible schedule

38. Strongly Disagree Strongly Agree Neutral 1 2 3 4 5 6 7 8 9 47 of 100 I am totally self-motivated and do not require external motivators. • 1 • 2 • 3 • 4 • 5 • 6 • 7 • 8 • 9

39. Strongly Disagree Strongly Agree Neutral 1 2 3 4 5 6 7 8 9 45 of 100 I believe most others are self-motivated and do not require external motivators. • 1 • 2 • 3 • 4 • 5 • 6 • 7 • 8 • 9

40. Strongly Disagree Strongly Agree Neutral 1 2 3 4 5 6 7 8 9 47 of 100 Giving input on decisions is motivating to me. • 1 • 2 • 3 • 4 • 5 • 6 • 7 • 8 • 9

41. Mega Mistake 5 Not understanding and applying what motivates each individual on the team Suggested Solutions: • Perform assessments at the beginning of the project (DISC, MBTI, surveys, etc.) • Ask them • Pay attention to what works and what doesn’t

42. Strongly Disagree Strongly Agree Neutral 1 2 3 4 5 6 7 8 9 52 of 100 The program was interesting and kept me engaged • 1 • 2 • 3 • 4 • 5 • 6 • 7 • 8 • 9

43. Strongly Disagree Strongly Agree Neutral 1 2 3 4 5 6 7 8 9 55 of 100 I learned things today that will be useful in my job or career. • 1 • 2 • 3 • 4 • 5 • 6 • 7 • 8 • 9

44. Much Worse Much Better Same 1 2 3 4 5 6 7 8 9 48 of 100 Compared to other meals here, how do you rate the buffet today. • 1 • 2 • 3 • 4 • 5 • 6 • 7 • 8 • 9

45. Thank you!Randy McCarty &Lana Thompson